Industrializing Financial Services with DevOps: Proven 360° DevOps operating model practices for enabling a multi-speed bank
- Length: 364 pages
- Edition: 1
- Language: English
- Publisher: Packt Publishing
- Publication Date: 2022-12-09
- ISBN-10: 1804614343
- ISBN-13: 9781804614341
- Sales Rank: #8732050 (See Top 100 Books)
Embrace best practices to advance and help evolve your DevOps operating model in the right direction and overcome common challenges that financial services organizations face.
Purchase of the print or kindle book includes a free eBook in the PDF format.
Key Features
- Design the right DevOps operating model for your organization through practical examples
- Get insights into a variety of proven practices and concepts that you can employ during your DevOps adoption
- Gain a holistic view of the complete DevOps capabilities and mechanisms to be enabled
Book Description
In recent years, large financial services institutions have been embracing the concept of DevOps in the core of their digital transformation strategies. This book is inspired by real enterprise DevOps adoptions in the financial services industry and provides a comprehensive proven practice guide on how large corporate organizations can evolve their DevOps operating model.
The book starts by outlining the fundamentals comprising a complete DevOps operating model. It continues with a zoom in on those fundamentals, combining adoption frameworks with real-life examples. You’ll cover the three main themes underpinning the book’s approach that include the concepts of 360°, at relevance, and speeds. You’ll explore how a bank’s corporate and technology strategy links to its enterprise DevOps evolution. The book also provides a rich array of proven practices on how to design and create a harmonious 360° DevOps operating model which should be enabled and adopted at relevance in a multi-speed context. It comes packed with real case studies and examples from the financial services industry that you can adopt in your organization and context.
By the end of this book, you will have plenty of inspiration that you can take back to your organization and be able to apply the learning from pitfalls and success stories covered in the book.
What you will learn
- Understand how a firm’s corporate strategy can be translated to a DevOps enterprise evolution
- Enable the pillars of a complete DevOps 360° operating model
- Adopt DevOps at scale and at relevance in a multi-speed context
- Implement proven DevOps practices that large incumbents banks follow
- Discover core DevOps capabilities that foster the enterprise evolution
- Set up DevOps CoEs, platform teams, and SRE teams
Who this book is for
This book is for DevOps practitioners, banking technologists, technology managers, business directors and transformation leads. Prior knowledge of fundamental DevOps terminologies and concepts and some experience practicing DevOps in large organizations will help you make the most out of this book.
Cover Title Page Copyright and Credits Contributors Table of Contents Preface Part 1: Introduction, Value Proposition, and Foundation Chapter 1: The Banking Context and DevOps Value Proposition Introducing the main actor of the book Examining the incumbent’s external and internal context at a glance What does an incumbent bank’s external context look like? Which are the forces that shape the financial services industry? What does an incumbent’s internal context look like? Defining DevOps and its value proposition for banking What is the importance of adopting DevOps at relevance? Defining relevance The relevance of the situation level The relevance of sub-situation levels Why have a 360° perspective when adopting DevOps? Summary Chapter 2: The DevOps Multi-Speed Context, Vision, Objectives, and Change Nature Understanding multi-speed banking Why multiple speed levels arise out of different situations and ambitions What is the role of circumstances in enabling multi-speed? The role of individuals in multi-speed Understanding multi-speed banking in a DevOps adoption context Understanding your state-of-art DevOps context Why examining your state-of-art DevOps context is vital Once upon a time in Berlin Why industry imitation is decisive in shaping DevOps adoptions Are there several DevOps “states of the art” within an incumbent’s context? What does a representative state of art DevOps adoption look like for an incumbent bank? Enterprise DevOps vision and objectives Recapping the forces and qualities that shape the DevOps vision Examining the incumbent’s corporate and technology strategies Shaping the DevOps vision Defining the DevOps enterprise OKRs Deciding on the nature and extent of your DevOps adoption Why is it important to define and weigh the forces of your evolution? Summary Part 2: The 360° DevOps Operating Model, Governance, and Orchestration Mechanisms Chapter 3: The DevOps 360° Operating Model Pillars and Governance Model Defining the DevOps 360° operating model core pillars The evolution’s core governance Establishing a DevOps 360° vision authority group Establishing a DevOps 360° design and advocacy group Defining your DevOps enterprise evolution ecosystem Who should be considered as key stakeholders? Defining the evolution’s workstreams Bringing it together Understanding the governing dynamics Understanding the balance of power in the governing bodies Bringing two different worlds together Speaking the same DevOps language Understanding your organizational structure dynamics What to look for in your organizational structure Use case 1 – segregated business technology lines and group technology Use case 2 – segregated business and technology Use case 3 – consolidated business and technology domains segregated from the core technology Summary Chapter 4: Enterprise Architecture and the DevOps Center of Excellence Enterprise architecture What is the banking DevOps EA value proposition? Defining the critical path of the banking portfolio Mastering the strategy of platform modernization The reference architecture proposition in banking DevOps Going further in the EA value proposition The EA assembly DevOps Center of Excellence What is the value proposition for the CoE and its potential roles? An example of getting the most out of your service catalog Staffing and funding the CoE Four incumbent banks – four different use cases Summary Chapter 5: Business Enterprise Agility and DevOps Ways of Working Reconciliation Business enterprise agility and DevOps reconciliation Why the interrelation of Agile and DevOps is natural and inevitable Four business enterprise agility methodologies Basic agility – the greenfield paradigm Scaled business enterprise agility Spotify model Agile value streams or clusters Business enterprise agility field guides and playbooks DevOps and business enterprise agility agnosticness Bringing clarity to the autonomy and self-organization paradox The pragmatic conclusion What are the reconciliation agnosticness dimensions? Agile DevOps teams – organizing principles design Step 1 – defining the core capabilities and actors Step 2 – capturing the detailed business enterprise agility model Step 3 – capturing the detailed regulatory/compliance context Step 4 – capturing the current Agile DevOps teams’ topologies Step 5 – getting the notation and templates defined Step 6 – setting the approach and principles of the design Step 7 – conducting the actual design Step 8 – evaluating based on predefined criteria Step 9 – feasibility study and compliance foundation Step 10 – defining the basis for a job description Step 11 – defining the DevOps WoW white paper Summary Part 3: Capability Engineering, Enablement, and Launch Chapter 6: DevOps Software Development Life Cycle 360° Evolution and Engineering Defining the DevOps SDLC What is DevOps SDLC 360° evolution and engineering? Why you need a DevOps SDLC Why is it important to understand the DevOps SDLC anatomy? What is the anatomy of the DevOps SDLC continuity phases? What is the anatomy of a DevOps SDLC framework? What is the anatomy of the DevOps SDLC capability? Going deeper into the SDLC anatomy levels A proven practice for defining your DevOps SDLC Step 1 – define the actors and respective DevOps domains Step 2 – define the evolution tactic in alignment and consensus with everyone Step 3 – define the portfolio under scope Step 4 – get the background work done Step 5 – get your logistics in order Step 6 – first iteration and respective guidelines Step 7 – second iteration – scenario-driven end-to-end value stream Step 8 – define the ownership demarcation The importance of different views The alternative method What about the portfolio of mainframes and decoupled legacy components? Summary Chapter 7: The DevOps 360° Technological Ecosystem as a Service The technology value proposition in the DevOps evolution The DevOps 360° technological ecosystem as a service The misunderstood relationship between DevOps and technology Why incumbents combine an engineering transformation with their DevOps evolution Why technology standardization is the new black for incumbents Precautions and circumstances for standardization Standardization “clean cuts” is the most sustainable way Standardization named “technology sustainability” The main DevOps technological ecosystem partners The DevOps platform teams What is the value proposition of DevOps platform teams? How does a proven operating model of DevOps platform teams look? The DevOps platform product and service catalog From DevOps platforms’ catalogs to enterprise technology menus Why is the demarcation of responsibilities important for DevOps platforms? Why you need a “DevOps platform – tenant” social contract How can you enable DevOps journeys, productivity, and experience? How technology consumption defines the organizing principles of Agile DevOps teams What to look for in DevOps technological utility due diligence The industry’s platforms versus direct cloud native dilemma How communities of practice strengthen DevOps platforms The main five strategic platforms incumbents focus on The ITSM platform The CI/CD pipeline platform The testing services platform The observability platform – telemetry Private cloud platforms Public cloud platforms Summary Chapter 8: 360° Regulatory Compliance as Code Setting the regulatory compliance scene in the FSI What are the regulatory compliance categories? What can the impact of not being “compliant” be? What is the compliance value proposition in relation to the DevOps 360° evolution? Story 1 – the European Central Bank audit on technology operations Story 2 – the Markets in Financial Instruments Directive (MiFID II) ecosystem Story 3 – the Fundamental Review of the Trading Book (FRTB) platform modernization Story 4 – the IT controls framework for the financial supervisory authority What are the core DevOps-related regulatory compliance domains of the incumbent’s focus? The DevOps controls Separation/segregation of duties How to manage the relationship with your regulator Summary Part 4: Adopt, Scale, and Sustain Chapter 9: The DevOps Portfolio Classification and Governance What is the value proposition of portfolio classification in the DevOps 360° evolution? What do the terms portfolio and classification mean? What is the difference between business applications and services? How does a pragmatic classification of an incumbent’s business application portfolio look? Portfolio classification criticality and the DevOps speed formula What about the classification of the secondary portfolio? The LCD Portfolio registry, governance, and readiness Portfolio registry and governance The production readiness review Summary Chapter 10: Tactical and Organic Enterprise Portfolio Planning and Adoption What is the value proposition of enterprise portfolio planning and adoption in the DevOps 360° evolution? Why you should balance a tactical and an organic approach The tactical adoption value proposition What are the predominant tactical strategic domains? All hands on deck The enterprise portfolio planning mechanism What a pragmatic mechanism can look like What are the very important considerations when designing and enabling the mechanism? The tactic of DevOps minimum viable adoption Go by the DevOps equilibrium parameters and set objectives DevOps controls as the foundation of the evolution Shape it as a formal framework Where to start on the DevOps minimum viable adoption Summary Chapter 11: Benefit Measurement and Realization What is the value proposition of benefit measurement and realization for DevOps? Deviating from the mainstream of DevOps benefits What is the difference between a KPT and a metric? What is the difference between an indicator and a proof? The importance of capturing the collective interest A pragmatic three-tier approach to DevOps KPTs and metrics A proven proposal for DevOps KPTs and metrics You need to agree on the mathematics and risk appetite Dashboarding is gold Some very important considerations The funniest of the DevOps KPTs and metrics Summary Chapter 12: People Hiring, Incubation, and Mobility The value proposition of people in the DevOps 360° evolution The importance of creating Π-shaped profiles Comparing Π-shaped profiles to other profiles The importance of predicting role evolution Strategic considerations in DevOps hiring Starting by defining your hiring strategy Introducing 360° interviews On using third parties to scale fast DevOps incubation recommendations Focusing equally on leaders and people on the ground Being targeted and driven by real work Utilizing your organization’s graduates Incubating at relevance – eliminating the incubation red tape The inability to incubate will severely jeopardize evolution Practical DevOps mobility cases and precautions Minding the mobility gap Summary Chapter 13: Site Reliability Engineering in the FSI What is the value proposition of SRE for the DevOps 360° evolution? How does Google define SRE? What is the concrete and pragmatic value proposition of SRE to the DevOps 360° evolution? The SRE balance – 50%-50% What are the fundamental “tenets”? What are the foundational elements of SRE adoption “at relevance”? SRE eligibility Tactical versus organic SRE adoption The engagement model mechanism Reconciling SRE and ITIL The most dominant SRE professions What are the dominant SRE operating models in the financial services industry? Use case 1 – the SRE task force model Use case 2 – the “triangular” SRE CoE and tactical hiring Use case 3 – business applications and platform SRE Use case 4 – “baptized” and/or “random” SRE enablement Summary Chapter 14: 360° Recap, Staying Relevant, and Final Remarks Recapping the DevOps 360° operating model phases Context and DevOps value proposition “Multi-speed,” vision, objectives, and change elements The 360° DevOps operating model skeleton and governance Enterprise architecture and the DevOps center of excellence Business enterprise agility and DevOps ways of working DevOps SDLC 360° evolution and engineering The DevOps 360° technological ecosystem as a service 360° regulatory compliance as code The DevOps portfolio classification and governance Benefit measurement and realization Hiring people, incubation, and mobility Site reliability engineering Final remarks Do not use DevOps to mask cost-cutting initiatives Manage uncertainty and the people exodus Balance “changing people” with “changing the people” Manage your budget wisely Summary Index About Packt Other Books You May Enjoy
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